Worcester Business Journal

18 Worcester Business Journal | April 18, 2022 | wbjournal.com A t Vision Advertising, we've included unlimited vacation time in our staff perks for several years. Over that time, we've seen stronger team trust, decreased human resources paperwork, and faster recruitment. I've found when you treat your staff like the adults that they are, they rise to the occasion. While this policy isn't for every company, it's always worth exploring. It takes (and shows) more trust One of the biggest concerns is unlimited vacation will be exploited. at Karen in accounting might decide to take three weeks of every month off, and you (as the employer) would be powerless to do anything. At Vision Advertising, we look at unlimited vacation time as any other perk or policy, setting expectations up front with regular check ins and requested feedback. It shows trust. It's a great perk for recruitment and retainment Unlimited vacation time can be a great tool to remain competitive in the job market, both for recruitment and staff thinking about switching jobs. Who wants to switch back to tracking your limited days off ? It shows a culture of individual empowerment and trust. It's less stressful (and less paperwork) Ironically, managing a traditional By Julie Bowditch Julie Bowditch is executive director of nonprofit The CASA Project Worcester County. The hardest thing for some people to say is "I don't know." It can also be one of the most refreshing things to hear. No one has experience or training in every area, and there's no reward for pretending we do. The instinct to have an answer for every- thing is not aligned with the reality of being human. Putting your ego aside and acting with transparen- cy is one of the most effective ways to build trust and respect among your team and constituents. So, how can you lead with confidence while embracing the fact that you don't and won't know it all? 4) Be honest with yourself. When a problem or question arises, ask yourself if you're the ideal person to address it. Reflect on your strengths in the area in question and whether or not you are equipped to manage it single-handedly. Don't try to fool yourself into thinking you can tackle it alone if you haven't done it before, studied, and excelled in it, or otherwise possess the knowledge or skillset required. Self-awareness is an exercise that can significantly and positively impact your outcomes. 3) Intentionally surround yourself with people who are experts at things you may not be. The strongest groups are the most diverse in experiences, backgrounds, perspectives, ages, and interests. This is because, collectively, they are best positioned to address a wide variety of topics and situations. They are constantly teaching and showing one another something new. Cultivate your circle by befriending, hiring, and connecting with folks who are an authority on different sub- jects. Having access to a cohort of individuals who naturally balance your own areas of excellence is invaluable. 2) Next, say it with me: "I don't know, but I think you might. Can you advise me?" Asking for help can manifest in many ways, including hiring a new employee or consultant, strategically assigning a project, or just picking up the phone and having a conversation. Tap into that strong network you've built and maximize their collective power. Be hum- ble enough to accept input and grateful to receive it. The feedback you get when you open yourself up to being helped creates a natural learning oppor- tunity. Society has created a misconception linking seeking assistance with weakness. Ironically, it generally has the converse effect. Together, we can choose to dismantle that perception and will all be stronger, wiser, and more productive for it. 1) There is no shame in asking for help when it's needed, but there is unnecessary risk when you refuse to. One of the best side effects of being willing to receive support is you open yourself up to being a reliable resource in return. This cyclical exchange of expert input can strengthen all of our processes and creates an environment of partner- ships and collaboration. Commit to not knowing it all, and embrace the opportunities that will bring. K N O W H O W Why we switched to an unlimited vacation policy T he Turkish proverb says, "Who gossips to you will gossip of you." Workplace gossip can erode employees' sense of comfort at work and their trust in colleagues with whom they collaborate. It can involve spo- ken or written conversations, such as email, and involve rumors about other employees, supervisors, or the company itself. Here are some ways to handle it. Reduce gossip at the source. is happens with transparency; the less fuel gossip is given, the less it can spread. According to Alex Huls in e Hartford blog, "Small Biz Ahead," gossip can spring up around issues of pay equity, whether or not bonuses are being given, and whether the business is doing well, and why or why not. "If small business owners aren't open enough about these subjects with employees, they risk leav- ing room for the wild speculation that gossips thrive upon," writes Huls. Gossiping employees should be coached, then disciplined. Gossip is like any other negative workplace behavior, warranting coaching, then progres- sive discipline with a verbal warning, then written warning, according to eBalanceCareers.com. "Manag- ers who ignore gossip can destroy a department," the website notes. "You absolutely should fire an employee who continues gossiping aer participating in coaching. One toxic person can drive your good employees out, especially if they see that the behavior is going un- addressed. If the gossip is personal, you must go to the employees in question and make it clear that their coworkers are not an appropriate topic." Some gossip should be encour- aged - positive gossip. Indeed.com gives examples of what this sounds like, highlighting impressive qualities of col- leagues – and spreading it around: "Wow, can you believe how resourceful Rebecca is. at client was probably going to cancel the whole order, and she was able to save the deal," or, "It's incredible how hard Bob works. He's going through a lot personally, but you would never know it as an outsider. He always manages to get everything done." 4 T H I NG S I know about... ... Asking for help BY SUSAN SHALHOUB Special to WBJ 101: E M P L O Y E E G O S S I P W W Julia Becker Collins is the chief operating officer at Northborough marketing agency Vision Advertising. She can be reached at julia@vision-advertising.com. BY JULIA BECKER COLLINS Special to WBJ vacation system can be very stressful for both your team and you. Tracking accumulating hours, monthly or yearly rollovers, and buyout require a lot of work from both sides to make a vacation happen, a roadblock even before the vacation requests come in. Switching over to unlimited meant we didn't have these cumbersome systems getting in the way. What to keep in mind when starting an unlimited vacation policy It works best in salaried, project- based settings. It truly shines when people don't have to worry about set hours and can finish projects before or aer vacations. In a job where people's work is based on hourly rates and work, unlimited vacation can be disruptive. You still need a vacation request process. You still need to coordinate vacations to make sure the office and projects are covered, as well as that any deadline work is still getting completed. Continue to promote a good healthy work-life balance. Surprisingly, some studies on unlimited vacation show that there is a real risk people will take less time off, since there's no pressure to "Use it, or lose it." Check in regularly to help your team members avoid burnout. We made the change because we knew our staff would not only enjoy the difference, they would thrive in it. It's important for any business, regardless of size, to review its policies and industry trends and make changes. Even if this policy isn't for you, it shows the value of change to avoid stagnation. W

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